Cross-border student mobility for high quality education

1. Cross-border student mobilityfor high quality education Professor Andy Walker Vice-Principal, Heriot-Watt University, Edinburgh

2. Heriot-Watt University- a Scottish university with a global reach Orkney Campus Scotland Scottish Borders Campus + Dubai Campus

3. Heriot-Watt University’sfour campus Scottish Borders Campus, Galashiels Main Edinburgh Campus1.5km square parkland site Dubai Campus1,400 students Orkney Campus, Stromness

4. The University’s network of Learning Partners:62 universities and colleges, in 30 different countries - 8,000 students

5. Plus independent learners 6,000 students studying for Heriot-Watt University degrees in their own countries by distance learning, using on-line and printed materials Overall: 14,000 students studying for our degrees off-campus – with partners and independently – in 166 different countries (as of July 2009) And: 60,000 pupils studying the Heriot-Watt SCHOLARprogrammes in 400 high schools across Scotland • SCHOLAR is a set of on-line, interactive, learning materials developed by the University to support pre-university study

6. Academic profile– Schools and Institutes • School of Engineering and Physical Sciences • School of Mathematical and Computer Science • School of the Built Environment • School of Life Sciences • School of Textiles and Design • School of Management and Languages • Edinburgh Business School • Institute of Petroleum Engineering

7. Teaching • Major contribution to the supply of science and engineering graduates in Scotland: Heriot-Watt is Scotland’s top producer of graduates in: Physical Sciences MathematicsEngineering & Technology - 13% of totalBuilt Environment • Unique Masters courses, eg: Actuarial MathematicsPhotonicsLogisticsRetail Excellence (George Davies Centre) Brewing and Distilling

8. The University’s new strategy:“Focus on the Future” • Place Heriot-Watt University at the forefront ofresearch and research-led education – in the UK and internationally A key aspect of our plans concerns the development of our international strategy – in particular to grow further our existing global presence

9. On-campus students in Scotland 2008/09 Other overseas (16%) 33% of students on-campus in Scotland are from outside the UK Scotland (52%) Other EU (17%) Other UK (15%) TOTAL: 7,200 (2008/09)

10. The Heriot-Watt University Dubai Campus • Established in 2005 at the invitation of the Dubai government • Modern campus buildings forming part of the Dubai International Academic City development • Currently ~ 1,400 students and growing rapidly • Courses include: Business, Construction Management, Engineering, IT, Fashion & Design – both Bachelors & Masters • Construction of a new campus to start later this year – to include lecture theatres, seminar rooms, study spaces, library, laboratories, offices and residences – capacity of up to 5,000

11. Distance and distributed learning Other, mainly:Petroleum EngineeringBrewing & DistillingEngineering(11%) Built Environment (17%) Management Education (UG) (13%) MBA - Approved Learning Partners and Independent learning (60%) TOTAL: 14,130 (08/09)

12. Student Statistics – global (08/09) 22,800 registered students in total, comprising: • 7,300 students on campus in Scotland – 2,400 non-UK • 1,400 students on the Dubai campus • 14,100 on international (transnational) programmes, - independent learners - students studying at Approved Learning Partners

13. Chinese Partners China University of Petroleum (CUP) Qingdao, Shandong • MSc in Petroleum Engineering • Course started 2005, run at the Qingdao campus • Students study full time, in English • Many are employees of Chinese oil companies • Graduates receive a Heriot-Watt University Masters Degree

14. Chinese Partners International Education College • Heriot-Watt Management Programme (BA) • Course started 2007 (“2 + 2” arrangement) • with 26 students studying in Shanghai • 6 recently progressed to study in Edinburgh • Students study full time, in English • Graduates are awarded a Heriot-Watt University Degree

15. International Strategy What is the value of international university activity? The UK body The Council for Industry and Higher Education published a Report (Nov.2007): “Global Horizons for UK Universities” The Report emphasised the importance of developing the international perspective of higher education to: students/staff – widening their education & learning about other cultures, by travelling themselves and by mixing with overseas colleagues; employers – who recognise value of overseas experiencewhen recruiting; the economy – not just from the perspective of education as a business but also in developing effective international networks. The following highlights a selection of the Report’s recommendations:

16. International Strategy Recommendation - 1 • “Universities should adopt an international mindset to ensure internationalisation is integral to all their activities” • needs support of senior managers and governing bodies • incentives to staff to develop international opportunities • a responsible international development manager/office • Heriot-Watt actions: • key part of University Strategy • Director of International Development • academic and administration systems that can handle all students equally, regardless of their background, or where or how they are studying

17. International Strategy Recommendation - 6 • “All institutions should work to break down the barriers to student mobility” • This refers not just to recruitment of students from overseas but also to ensuring Scottish and UK students get opportunities to study abroad • Heriot-Watt actions: • Extensive student exchange programmes • biggest barrier for our own students going abroad is language • Recognition that many overseas student are interested in a western education without necessarily studying in Scotland • creation of Dubai Campus • study opportunities in local universities and colleges (learning partners) • independent distance learning programmes

18. International Strategy Recommendation - 8 • “Strategic partnerships are key to collaborations on teaching, research, enterprise and community affairs” • Effective partnerships are needed in all areas; these should extend beyond teaching and research, to also include enterprise and social development • Heriot-Watt actions: • Extensive network of educational partners, being grown further • Large numbers of research partnerships • links between individual academics and research groups • strategic partnerships at the institutional level • Joint PhD programmes • Need to recognise new opportunities in the areas of commercialisation of research, knowledge transfer and entrepreneurship

19. Research & Knowledge Transfer • World class research • A long and successful track record in knowledge transfer • established the first, on-campus, research park in Europe, 1971 • now provides over 2,000 graduate jobs in technical companies

20. Innovative research Results of 2008 Research Assessment Top two categories are 4-star - World Leading 3-star - Internationally Excellent 50% of our research was assessed as in these top categories 87% of our research was rated as of international quality

21. International Research • Over 400 international research collaborations and links with institutions world wide For example: • Science Bridges – USA(Stanford)–Scotland – Photonics Innovation Collaboration • Science Bridges UK–China Project – R&D on 4th Generation Wireless Mobile Communications

22. International Research • Science Bridges UK–China Project:R&D on 4th Generation Wireless Mobile Communications Major research consortium – 13 Chinese members (7 universities and 6 companies)29 UK members (10 universities, 18 companies & Mobile VCE) Project Leader: Prof Wang Cheng-Xiang, Heriot-Watt University

23. International Strategy Recommendation - 10 • Institutions should consider how to support widening access in the international context – i.e. not just recruiting students from richer backgrounds • This is an important issue within the UK. We encourage more students from poorer backgrounds, or from families with no tradition of higher education, to proceed to university study • How do we extend this into the international area, so as to encourage students who might benefit greatly from international experience but who are more restricted in their ambitions? • Heriot-Watt actions: • By offering a wide range of different modes of study we are providing flexibility for overseas students which should maximise the opportunities available

24. Conclusions • Internationalisation is an increasingly important strategic element for all universities operating in the 21st Century • Strong international connections and collaborations benefit not only the universities and students participating but also the wider community, including industry and commerce • Student mobility is a key component of any international strategy – and we should continue to work to remove barriers that impede such mobility • A strong international profile is a key priority for Heriot-Watt University and has become an important element in our core strategy. We particularly value our growing links with China.